Thomson will talk through the process of putting Scottish Power’s performance management system online, outlining the expectations the organisation had at the start of the process and how those assumptions were challenged as the process got underway.

She will discuss the steps that the organisation took to address issues that came to light during the project, and how it is working to ensure the performance management system is effective across all roles and areas of the business.

Thomson said: “It is still a journey, but we have made a lot of steps to try and make it a better employee experience and a better line manager experience.”

The continuous improvement of the performance management system has incorporated a number of activities, including manager and employee feedback, process re-engineering, and support sessions for managers to demonstrate how the system works and highlight why performance management is of value to them.

Thomson said: “Most organisations have a performance management system, but do [they] know that it is actually working? What are [they] measuring to see if it’s working?

“If [they] are measuring the fact that at year end everybody has a performance rating, that doesn’t actually indicate that people have had stretching objectives and that they’ve been considered throughout the year.”